Chapter 4: Participative Leadership, Delegation, and Empowerment

Multiple Choice
Which of the following decision procedures would be characterized by a manager who asks other people for their opinion and ideas, then makes the decision alone? autocratic consultation joint decision delegation

2.

Under which of the following decision procedures would other people have the greatest influence? autocratic consultation joint decision delegation

3.

Which of the following is most accurate regarding the research conducted on participative leadership by Bragg and Andrews (1973)? participative leadership did not influence attendance participative leadership did not influence productivity participative leadership was not effective with the nursing staff after three years, the hospital returned to an autocratic leadership style

4. obtain collective ideas and suggestions. the decision procedure directly effects which of the following? unit/team performance the amount of disagreement among subordinates with respect to their preferred alternatives whether the decision is important or trivial decision acceptance 7. Which of the following was NOT given as a potential limitation of research on participative leadership? it is difficult to modify a manager's participative leadership style it is difficult to measure the different types and levels of participation it is difficult to isolate the effects of participation it is difficult to incorporate situation variables 5. Which of the following would be most accurate regarding the VroomYetton (1988) extension of the Vroom-Jago (1973) normative decision model? fewer situational variables were included in the model the model became so complex that it was no longer practical . if a manager were to share a problem with their subordinates. According to the normative decision model. they would be using which of the following decision procedures? AII CI CII GII 6. According to the normative decision making model. and then make the decision themselves.

Which of the following is most important when deciding what to delegate? delegate tasks that a subordinate can easily accomplish delegate tasks that are central to the manager's role delegate tasks that are urgent and have a high priority delegate tasks that the manager does not enjoy completing 10.the new model added severe time constraints as an outcome variable the decision procedures were simplified to incorporate only a yes-no answer to situational variables 8. Which of the following would NOT be considered effective for encouraging participation? listen to the dissenting view without getting defensive show appreciation for suggestions look for ways to build on ideas and suggestions do not limit participation by taking notes 9. Kathy should have used which of the following decision procedures when dealing with the decision involving production standards? Tyrannical Consultative Group Autocratic . In the Alvis Corporation case.

TRUE FALSE . In general.Chapter 4: Participative Leadership. A manager would be using a joint decision procedure if the manager meets with others to discuss the decision problem and they make the decision together. According to the causal model of participative leadership. the decision procedure directly effects the quality of the decision. and Empowerment True or False 1. the results consistently indicate that increased participative leadership leads to increased satisfaction and performance. Delegation. After more than 40 years of research. TRUE FALSE 4. TRUE FALSE 2. there is agreement on the optimal number of decision procedures. TRUE FALSE 3.

TRUE FALSE 7. When delegating. Participative leadership should be used if the manager has the necessary knowledge and is confident that the subordinates will accept the decision. the normative decision model has received empirical support. TRUE FALSE 8. you are also delegating accountability. When you delegate authority. TRUE FALSE 9. TRUE FALSE . TRUE FALSE 6. there are five distinct decision procedures. In general. According to the Vroom and Yetton model of decision procedures. it is important to take back a task when the subordinate is having difficulty completing the task.5.

10. which of the following would be consistent with someone in a low-exchange relationship? only required to comply with formal role requirements more likely to be committed than someone with a high-exchange relationship more likely to have a greater amount of work that someone with a high-exchange relationship more likely to be mentored than someone with a high-exchange . A manager can increase psychological empowerment by developing complex and non-routine tasks for employees. According to LMX theory. TRUE FALSE Chapter 5: Dyadic Role-Making Theories and Followership Multiple Choice 1. Dyadic role-making theories are concentrated at which of the following levels of analysis? intra-individual level between a leader and another individual between a leader and a group or team between a leader and an organization 2.

research on the theory stopped in the early 70s. Which of the following would NOT be considered a generally effective way to deal with performance deficiencies? .relationship 3. If a manager is dependent on the subordinate and the subordinate makes a mistake. Under which of the following situations would a subordinate be considered to be using a self-promotion form of proactive impression management? doing a personal favor expressing agreement with the person's major ideas making excuses or apologizing for poor performance arriving at work early 6. 4. the manager is more likely to attribute the poor performance to which of the following? internal effort internal ability external problems resistance 5. Which of the following is a common criticism of LMX theory? most leaders treat all subordinates the same the theory does not have a standard measurement instrument there is low agreement between leader and subordinate ratings of LMX.

Which of the following is a cognitive strategy for self-management? self-reward self-monitoring cue modification mental rehearsal 9. Which of the following would NOT be considered a guideline for becoming an effective follower? resist upward coaching and counseling support leader efforts to make necessary changes keep the boss informed about your decisions take the initiative to deal with problems 8.try to avoid attribution bias describe the deficiency in very general terms ask the person to suggest remedies express confidence in the individual 7. Which of the following would be the least likely outcome from empowering employees? reduced administrative costs faster resolution of local problems less time spent on joint activities stronger task commitment .

a high-exchange relationship has benefits for both manager and employee. According to the initial version of LMX. According to LMX theory. Most early theories of leadership behavior did not consider how a leader's behavior would vary across subordinates. In the American Financial Corporation Case. an exchange relationship with a subordinate was developed very early and remained constant.10. which of the following would most likely have been the correct attribution for Don's performance deficiency? internal effort internal ability external problems resistance Chapter 5: Dyadic Role-Making Theories and Followership True or False 1. TRUE FALSE 2. TRUE FALSE . TRUE FALSE 3.

it is important to use general criticisms instead of specific examples of performance deficiencies. managers try to determine the cause of the performance in the second stage. According to Green and Mitchell's (1979) two-stage attribution model. TRUE FALSE 8. Cue modification is an effective cognitive strategy for selfmanagement.4. TRUE FALSE 6. When describing a deficiency to a subordinate. the follower must be willing to risk the displeasure of the leader. Impression management can be used for either defensive or proactive techniques. TRUE . TRUE FALSE 7. To be effective as a follower. TRUE FALSE 5.

TRUE FALSE Chapter 6: Power and Influence Multiple Choice 1. and self-image? instrumental compliance internalization personal identification resistance . TRUE FALSE 10. Which of the following influence processes would best explain why the target person becomes committed to support and implement proposals espoused by the agent because they appear to be intrinsically desirable and correct in relation to the target's values.FALSE 9. Looking for ways to replace destructive thoughts with positive ones is an example of mental rehearsal. beliefs. In the American Financial Corporation case. Betty does an excellent job of correctly attributing the reasons for Don's poor performance.

Rational persuasion. which of the following would be classified as a form of position power? information power ecological power expert power coercive power 3. According to the Social Exchange Theory (Hollander.2. 1958. Which of the following would be least effective when using legitimate power? insist on compliance if necessary circumvent proper channels if necessary follow up to verify compliance make polite and clear requests 4. According to French and Raven's (1959) taxonomy of power types. 1970) power is maintained and developed by which of the following? accumulating idiosyncratic credits demonstrating expertise in coping with important problems maintaining centrality of the subunit within the work flow possessing unique expertise 5. and Jacobs. as an influence behavior is most representative of which of the following? telling someone of the potential benefits for them from following your request indicating that the target person is the best person for the job asking the person to complete the task as a personal favor .

When someone seeks the aid of others to persuade the target to do something. Which of the following influence tactics is more likely to be used laterally as compared to downward? rational persuasion pressure inspirational appeals personal appeals 9. Which of the following influence tactics is least likely to result in target commitment? rational persuasion inspirational appeals apprising collaboration 8. If you were unsuccessful with an initial influence attempt.explaining to someone the potential benefits for the organization from following your request 6. they are most likely using which of the following forms of influence behavior? consultation coalition collaboration legitimating 7. you would be most likely to use which of the following in a follow-up attempt? .

TRUE FALSE . prerogatives. TRUE FALSE 2. Power involves the rights. obligations. Influence is the essence of leadership. In the Restview Hospital case.ingratiation rational persuasion consultation coalition 10. and duties associated with particular positions in an organization or social system. what was the main type of power that Jack had over Mary? expert referent legitimate power Chapter 6: Power and Influence True or False 1.

To preserve equity when offering rewards. Expert power would be considered a form of position power. TRUE FALSE 7. TRUE FALSE 6. Social exchange theory explains how some organizational subunits gain or lose power to influence important organizational decisions. it is important to offer everyone the same type of rewards. TRUE FALSE 4.3. Delaying action in the hope that the agent will forget about a request is actually a form of resistance. When using coercive power it is sometimes important to establish credibility by demonstrating that you will use punishment and have the ability to cause unpleasant consequences for the target person. TRUE FALSE 5. TRUE FALSE .

An agent would be described as using collaboration if they offer ways to reduce the cost of compliance for the target. TRUE FALSE personal power . Rational persuasion is more likely to be used in a lateral direction than in an upward direction. Ingratiation is most frequently used for initial requests as compared to follow-up attempts.8. TRUE FALSE 9. TRUE FALSE 10.

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